Comparative Analysis of HR Strategies: Mazda and Chrysler, Report

This report provides a comparative analysis of the human resource (HR) strategies employed by Mazda and Chrysler, two automotive industry giants. It begins by outlining the distinct HR approaches of each company, highlighting their successes and failures. The report then delves into the cultural differences between Japan (Mazda's home) and the United States (Chrysler's base), exploring how these differences shape HR practices. Key areas of focus include employee relations, decision-making processes, and the impact of cultural values on organizational performance. The analysis examines how Mazda leverages its collectivist culture and Chrysler navigates its individualistic environment. The report concludes by summarizing the key findings and offering insights into the importance of adapting HR strategies to cultural contexts for achieving business success. The report uses credible sources to support its claims.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction......................................................................................................................................2
Difference in HR strategies of Mazda and Chrysler........................................................................2
Cultural differences between America and Japan...........................................................................3
Conclusion.......................................................................................................................................5
References........................................................................................................................................6

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Introduction
The purpose of the following paper is to demonstrate the differences in the HR strategies
that are prevalent in the companies of Mazda and Chrysler. Mazda is a Japanese motor vehicles
company while Chrysler is based in United States. Both the companies had almost gone bankrupt
in the early years of 1980s. The different approaches in their HR strategies will be discussed here
and the cultural perspectives of their work will also have to be compared properly as well. They
must implement the proper HR strategies that will let them get the benefits and the competitive
advantage in this complex business environment.
Difference in HR strategies of Mazda and Chrysler
Mazda is one of the leading companies in the vehicles industry i.e. based in Japan
(Mazda.com 2018). The development of the Hr strategies is one of the most important factors for
the success of the firms in the international arena. The company always offers the employees
with the best opportunities so they can enjoy their work properly. The HR department always
looks to provide the best opportunities to the employees so they can focus on their personal
development. The skill enhancement of the employees is always given the primary significance
in this company. They have made several policies that will help them to innovate new things
within the organization. The respect is always given to the workers due to the implementation of
the human rights at the workplace (Mazda.com 2018). They try to provide the employees with
the best resources that will increase their productivity. They try to provide the society with the
opportunities to flourish properly as well. Mazda always goes on to meet their strategic vision by
enabling the CSR activities within their working spheres.

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On the other hand, Chrysler is also very much serious about their HR strategies
(Chrysler.com 2018). They are keener on developing the public relations rather than focusing on
the corporate social activities of the organization. This can be posed as a stark contrast with that
of the international HR strategies of Mazda (Bratton and Gold 2017). They will need to take up
some new HR policies regarding the development and implementation of their strategies. The
HR management of Chrysler had not been able to predict the changes in economy and this had
been the reason for their downfall in the current times (Chrysler.com 2018). This goes on to be a
perfect match for the organizational development. The earlier HR strategies had completely
devastated the sales results. This would be completely a fatal mistake in the HR strategies of
Chrysler unlike that of Mazda. They should focus more on driving the corporate social
responsibility in the best ways indeed (Wagner and Hollenbeck 2014).
Cultural differences between America and Japan
The cultural differences are the most important factors for the understanding of the
business environments of the multinational organizations in the world (Truss, Mankin and
Kelliher 2012). The context here deals with the differences in the cultural contexts of USA and
Japan. Japan is an Asian country that believes in the prospect of collectivism and thriving for the
welfare of the employees in the best ways. On the other hand, USA believes in individualism and
they think less on the employee welfare and focus more on the productivity of the organization in
the best ways. However, Mazda as a Japanese company has been lacking in their efforts to take
the quick business decisions (Bratton and Gold 2017). The USA based companies like Chrysler
have been very quick in taking the business decisions properly. The efforts of all the individuals
are very much important in USA and the companies look to implement the strategies so the

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individuals can contribute their best. Thus they overlook the collective efforts of the team. This
is where they lag behind (Wagner and Hollenbeck 2014).
On the other hand, the Japanese companies will look to shift their focus on the collective
efforts of their team to implement the strategic vision of Mazda. Japanese managers always like
to be efficient and precise in the works they do. This might take longer time but they will
implement their decisions after proper judgments. The USA companies like Chrysler has always
deepened their focus on the end result of the process but the Japanese companies will concentrate
on the process and how it is being carried out (Wagner and Hollenbeck 2014). The Japanese
companies like Mazda will surely focus on the fact that the background of the employees is only
Japanese mostly (Warner 2013). This is why the cross cultural conflicts do not generally arise.
This has been the most important reason that they have not faced many difficulties in taking the
quick decisions indeed. The companies in USA will like to contact with their employees by the
email or via phone (Campbell, Coff and Kryscynski 2012). However, the companies in Japan
will look to contact with their employees through the face to face meetings as they respect their
employees (Thomas and Peterson 2017). These differences in the work cultures of Japan and
United States of America have been the main reasons behind the implementation of the human
resources strategies of the companies like Chrysler and Mazda. The differences will be very
much significant to discuss the ways these two companies will take up the various policies and
implement them for the betterment of their future (Campbell, Coff and Kryscynski 2012).
However, the friendly atmosphere of the employees will be helpful for Chrysler to implement the
HR strategies of proper recruitment and training of the employees so they can get the
competitive advantage.

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Conclusion
As per the above discussion, the paper can be concluded by saying that both the
companies Chrysler and Mazda have faced some serious problems in utilizing their HR
strategies. The cultural differences within the two countries have been discussed in this paper. It
has been found that the collective efforts of Mazda have been very much beneficial for them to
achieve their strategic visions. While on the other hand, Chrysler will have to be much cautious
when they will implement the various strategies in their human resource.

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References
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Campbell, B.A., Coff, R. and Kryscynski, D., 2012. Rethinking sustained competitive advantage
from human capital. Academy of Management Review, 37(3), pp.376-395.
Chrysler.com. (2018). Chrysler Official Site - Cars and Minivans. Retrieved from
https://www.chrysler.com/
Mazda.com (2018). MAZDA MOTOR CORPORATION GLOBAL WEBSITE. [online]
Mazda.com. Available at: http://www.mazda.com/ [Accessed 11 Oct. 2018].
Thomas, D.C. and Peterson, M.F., 2017. Cross-cultural management: Essential concepts. Sage
Publications.
Truss, C., Mankin, D. and Kelliher, C., 2012. Strategic human resource management. Oxford
University Press.
Wagner III, J.A. and Hollenbeck, J.R., 2014. Organizational behavior: Securing competitive
advantage. Routledge.
Warner, M. ed., 2013. Managing across diverse cultures in East Asia: Issues and challenges in a
changing globalized world. Routledge.